Programa del congreso

Nuestro trabajo analiza en qué medida la orientación estratégica de la función de RRHH impulsa la adopción de un sistema complejo de e-HRM, y cuál es su influencia sobre los resultados transformacionales en la organización. Analizamos el rol del equilibrio vida-trabajo en la relación entre el uso de sistemas complejos de e-HRM y resultados. La orientación estratégica de la función de RRHH en las empresas parece estar impulsando los procesos de digitalización de la función, impulso que contribuye tanto al bienestar y mejora del equilibrio vida trabajo como a una mejora de los resultados transformacionales de la empresa, los que añaden valor y contribuyen a la ventaja competitiva de manera directa e indirecta. Para cumplir nuestro objetivo hemos preguntado a una muestra amplia de empresas de las tres provincias de la Comunidad Valenciana, obteniendo una muestra final formada por 335 empresas medianas y grandes. Se ha utilizado SmartPLS4 para estimar el modelo estructural. Los resultados obtenidos muestran la relación de la orientación estratégica de la función de RRHH sobre los resultados transformacionales. Sin embargo, este efecto se produce de forma indirecta principalmente a través de la complejidad del sistema e-HRM y, en menor medida a través del work life balance.

New technology undoubtedly drives increasing demand for hard skills, but a sustainable future also requires fundamental soft skills. Employers, higher education institutions, and policy makers indicate that soft skills hold special importance in harnessing technological advances to support sustainable futures, but evidence on this relation remains lacking. To address this gap, we review empirical studies on the intersection of technology use, soft skills, and sustainable outcomes at the individual and organizational level. We consider 110 empirical works on the relation of soft skills in the context of new technology use and adoption and how they condition individual engagement, well-being and productivity, technology adoption and innovation, and organizational performance. We find evidence supporting the role of soft skills and our outcomes of interest to be generally positive, but also subject to notable limitations. Empirical works cover a small range of behaviors, rely on often cross-sectional, self-reported accounts of skillful behavior, are mostly practitioner-led, and generally have ignored potential conditioning cultural factors. Policy makers cannot rely on employer-led research at a time of intense societal change, and our paper suggests possible paths forward to address inherent challenges of research soft skills in the context of new technology.

• Objectives: In this research, we aim to distinguish and explain the relationship between organizational purpose strength and shared organizational purpose and validate this relationship.

• Theoretical framework: Management scholars and practitioners have increasingly recognized the importance of organizational purpose. Nevertheless, some scholars have pointed out that the true power of purpose is unleashed when a shared organizational purpose exists. Some scholars have suggested that a shared organizational purpose results from employees’ understanding of the purpose, and their internalization and contributions to it (i.e., having a strong organizational purpose). However, how a strong organizational purpose translates to a shared organizational purpose remains unclear.

• Methodology: We test the relationship using a sample of 768 employees from seven organizations located in Chile and Spain, collected between 2022 and 2023. We explored this relationship by first proposing an abbreviated scale measure of the organizational Purpose Strength.

• Results/implications: We explain and confirm that a strong organizational purpose is a clear antecedent of a shared organizational purpose. In this sense, we contribute to the Social Identity Theory and the emerging Theory of Purpose Orientation, while offering a helpful tool for practitioners and organizations to measure the organizational purpose strength in their organizations.

Purpose: This study aims to better understand Human Resource Management (HRM) practices in gig companies, focusing on the implementation of algorithmic HRM strategies to control ostensibly autonomous gig workers.

Method: A qualitative inductive case study approach is employed, gathering information from various sources and stakeholders. Interviews will be conducted with several gig companies, including Uber, Cabify, Bolt, and FREE NOW. NVivo software will be used for data coding and analysis.

Findings: The study anticipates uncovering insights into HRM practices within gig work contexts and employee relationships in this environment. Expected findings include the introduction of mental health and well-being initiatives, customized training, collaborative governance, environmental incentives, AI-based bias detection, or transparent surveillance.

Contributions/Implications: This research will enrich our understanding of HRM practices and employee relationships in the gig economy. It will contribute to theory development in algorithmic HRM practices, and labor relations in gig companies through various propositions. The findings will have implications for enhancing HRM in the gig economy, potentially improving working conditions and company-worker relationships.